Conflict Resolution in the Construction Setting

Understanding the causes and effects of conflict is fundamental to personal and professional success. The pace of business in general and projects in particular is accelerating, supply chains becoming longer and more complex, relationships more intertwined, and expectations more challenging, which can lead to increased opportunities for conflict.

Essentially, conflict arises when parties consider two or more
competing options, responses, or courses of action to satisfy a
particular event or situation or when the involved parties perceive
a threat to their needs, interests, or concerns. The construction
process is rife with uncertainty, and uncertainty creates fertile
ground for conflict. One's ability to effectively deal with people,
elicit their cooperation, and resolve conflict can be critical to
the construction project's success.

In many construction situations, production may trump protection. In other words, safety takes the backseat when production is in jeopardy. This can create a situation where the person who tries to ensure safe operation may be faced with people responsible for production taking risks, which increase the possibility of injuries while performing the work. Conflict has both positive and negative consequences. This could very well have its roots in knowledge as well as situations. Having a good understanding of the other person's basis for their position, their needs, and their past experience may go a long way in finding a means to approach and resolve the issues in an amicable way.

Figure 1: Positive and Negative Consequences of Conflict

Construction has a complex supply chain with multiple entities
involved. There are contractual relationships between the owner
and the architect, the general contractor, and possibly a construction
manager. The architect has agreements with a number of consultants,
and the contractor has agreements with a large number of subcontractors.
There are also a number of other entities involved in the construction
process. All the contracting entities have business relationships
with a number of vendors and suppliers. There is no contract between
the contractor and the designers or between subcontractors, but
there is an expectation that these parties will work together to
achieve the project's overarching goals and objectives. This can
be especially challenging when dealing with safety issues.

One of the key drivers of a construction project is the time
element. Everyone involved basically makes a promise to perform
in such a way so as to meet the project time requirements. These
promises are based on individual organizations making educated guesses
as to the ability of their partners and workers, vendors, and suppliers
to perform so as to deliver on their promises. Also, situations
and conditions beyond the control of all these entities—such as
transportation, the weather, and other factors—may come into play.
Because of the complex supply chain and the large number of entities
involved, there are many opportunities for a disruption of the orderly
and planned delivery on promises. This imposes some degree of uncertainty
into the process, which increases the potential for conflict.

Due to the possibly large number of people involved in the construction process and their differing organizational goals and objectives, the potential for variation, external factors, changed conditions, and diverse expectations all set the stage for potential miscommunication, misunderstanding, and ultimately conflict. This could very well create a crisis of leadership. So, having a good understanding of how to effectively deal with people and adeptly defuse explosive situations and constantly honing conflict resolution skills can be very helpful in managing performance and the ultimate outcome of the project. There are a number of possible outcomes to any conflict resolution process, and the results are a function of our approach to the situation.

Figure 2: Possible Conflict Outcomes

More times than not, projects end up with slippage in the schedule
for a myriad or reasons. In those cases, there is an effort to recover
because, generally, the end date remains firm. Most project timelines
are "tight," and one needs to make up for the slippage so as to
complete the project by the contract end date. Due to time and other
job pressures, a recovery plan is selected and implemented. Though
there are a number of approaches to this, a common one is to either
increase manpower or go to overtime. This change has inherent risk.
But, generally, there is little time spent to explore this carefully.
Also, there is pressure to "pick up" production. These conditions
may cause workers to cut corners or be exposed to additional risks.
So, meeting the challenge of increased activity and the need for
greater attention to safety may lead to potential conflict, which
has to be resolved in a way that takes both issues into account
and reaches a solution that addresses both needs in an effective
way.

The Emotional Aspects of Conflict

Emotion is usually an integral part of any conflict and tends
to become a barrier to amicable resolution. The effort to resolve
a dispute often is thwarted by the emotions related to the conflict.
To be able to more effectively resolve conflicts, one has to be
aware of the sources and impact of emotion in such situations. It
is our emotional reactions to things, people, and events that help
form our "positions" about them. Once our positions are formed,
we tend to look at them as "truths." This leads to a strong tendency
to protect our positions, which, in turn, can block us from actually
working toward the desired outcome—conflict resolution. Positions
tend to become polarizing and potentially self-reinforcing, creating
situations that can sabotage the best efforts to reach agreement.

Understanding some of the underlying aspects of the situation
will be useful in how we approach the conflict resolution process.
We need to be able to identify whether the issue is a "hot button"
to either party—that is, how important the issue is to each. Are
there other peripheral issues that may be critical to either side
that may influence positions taken? Are there others indirectly
influencing the situation? Getting a handle of some of these elements
will go a long way in removing such barriers and therefore lubricate
the process, resulting in expediting an amicable solution.

The Language of Conflict

The words we use in describing or when dealing with conflict
reflects our basic assumptions regarding our opponent, the situation,
and ourselves. This sets our approach to the situation as well as
shapes our expectations of the process. To assist in creating a
situation that will foster resolution, we need to pay attention
to the language used. Following are three metaphors.

Conflict Considered as War

This clearly characterizes a "win-lose" approach. This thinking
suggests that the other is in the wrong, that their position is
unreasonable, and that they are out to take advantage. Emotion takes
on a large role in the process and reinforces the "under siege"
mentality and willingness to fight to win. It is unfortunate, but
some organizations may consider such an approach as competition and
reward it. This has powerful implications for internal working relationships
as it diminishes trust and cooperation while encouraging infighting.
On the whole, this approach tends to be counterproductive to the
overall well-being of the organization.

Conflict Considered as Opportunity

This sort of use of language can make a difference in how conflict
situations are seen and dealt with. A situation that can have negative
implications transforms into a positive and cooperative one. Considering
the situation as an opportunity diminishes the possible negative
impact of emotion and enhances the amicable resolution of the situation.
It also saves time and resources that can be better used by both
parties for more constructive endeavors. In such a case, the other
person is not cast as an adversary but as someone who can assist
us in reaching an agreement. This fosters a working relationship.
It also creates a situation in which "win-win" results are possible.

Conflict Considered as a Journey

This sort of thinking opens up a large number of possibilities.
It is transformational. It takes a more long-term approach to resolving
issues, creating amicable solutions leading to relationship building.
In most cases, the people we end up in conflict with are people
we have dealings with over long periods of time and in different
situations. So, our approach to solving conflict in any one situation
takes on a more global context and requires us to look at the "big
picture." As a result, our position in one particular situation
may take on a whole new meaning and outlook. This sort of approach
fosters empathic thinking.

Common Sources of Conflict

Conflict in the workplace leads to dysfunction, which is detrimental
to the project's outcome and those involved. Conflicts that are
ignored may lead to anger, which can transform a simple problem
into one that may become insurmountable later on. Addressing conflict
as soon as it arises is the most effective way to avoid future discord.
Conflict arises for a number of reasons, and the most common ones
are:

Poor communication:
Poor communication tends to lead to misunderstanding
and discord among people who have to work together,
as on construction projects. Lack of information,
partial information, untimely information, and inaccurate
information all can lead to work being done that
does not meet expectations and sets the stage for
conflict and animosity.

Lack of clarity:
Project participants may wind up in turf wars when
boundaries and expectations are not clearly defined.
It is important to clarify content and to ask for
confirmation of understanding.

Conflicts of interest:
Individuals fighting for personal goals may lose
sight of project or organizational goals. One tactic
may be continually reminding partners and employees
how their personal goals and efforts "fit" into
the project's strategic goals and outcome expectations.

Limited resources:
There are many situations on projects when resources
are limited and have to be managed effectively.
Conflict may arise over the use of equipment, space,
material, time, manpower, etc. Such conflicts must
be dealt with effectively so as to maintain harmony
on-site. Whenever possible, include employees
and partners in
the resource allocation process. This will provide
them with a better understanding of how allocation
decisions are made in the best interest of the project.

Power struggles:
The need to control is at the root of many conflicts
on construction projects. Perception plays a key
role in this regard. Treating everyone fairly and
with respect goes a long way to diminish some of
this. But, invariably, power struggles are going
to occur and should be addressed appropriately.
If necessary, teach employees how to manage relationships
on the project. This will go a long way toward reducing
conflict and the need for others to get involved.

Conflict Resolution Styles

When dealing with conflict, there are two general approaches: concern for the people or concern for results (or something in-between). This leads to five different approaches that can be taken when trying to resolve the situation. The style taken has something to do with the personalities involved as well. Those who are competitive will tend to gravitate to styles with a greater focus on results rather than a concern for the other person's views and feelings.

Figure 3: Alternative Responses to Conflict

People who have low self-esteem or do not want to upset the other
person will choose avoidance. This approach leads to accepting a
default position or delegating controversial decisions to others.
Avoidance may also make sense when it is obvious that someone else
is in a better position to deal with the problem. It can also be
appropriate when victory is impossible or the controversy is trivial.
However, in many situations, this is a weak and ineffective approach
to take when faced with a conflict.

The accommodating style indicates a willingness to meet the needs
of others in the conflict resolution process. The accommodator often
knows when to give in to others and can be persuaded to surrender
a position to reach an amicable resolution. Accommodation is an
appropriate approach when the issues matter more to the other person.
It may make sense when peace is more valuable than winning. It can
be very useful if you want to be in a position to collect on this
"favor" at some future time. There is the possibility that this
person may not return the favor later on. Overall, this approach
is unlikely to result in the best outcome.

People who prefer the compromising style of negotiation try to
find a solution that will at least partially satisfy everyone. This
style is a balance between winning and a concern for the other person's
needs and wants. For this to work, everyone is expected to give
up something. The compromising style is useful when the cost of
conflict is higher than the cost of losing ground or face. It can
also be useful when both sides have equally strong arguments or
when discussions come to a standstill and there is a deadline looming.

The contentious approach is for people who want to win no matter
what the consequences are. People who tend to be competitive take
a firm stand and know what they want. They usually operate from
a position of power. This style can be useful when there is an emergency
and a decision needs to be made fast. It can be employed when defending
against someone who is trying to take advantage or exploit the situation
selfishly. This approach can leave people feeling bruised, unsatisfied,
and resentful when employed in situations that are not deemed emergencies.

People who tend toward a collaborative style of negotiating try
to understand and meet the needs of all the people involved in the
situation. These people can be highly assertive but, unlike the
contentious negotiator, they acknowledge everyone's views and take
them into consideration. This style is useful when there is a need
to bring together a variety of viewpoints to get the best solution.
Collaboration is important to create a harmonious approach to dealing
with people at a later time.

The use of one of these five approaches will define the resulting
relationship between the two sides of the situation going forward
as well as the results achieved. Once you have a good understanding
of the different negotiating styles, you can use them individually
or in combination when it is most appropriate to a given situation.
The combined style is known as situational negotiation. This gives
you the flexibility to change styles as needed or as the situation
dictates. Ideally, you can adopt an approach that meets needs of
the situation, resolves the problem, respects people's legitimate
interests, and mends damaged working relationships.

Conclusion

If anything is true about conflict, it is that it will occur
at some point. No single tool or technique will work for everyone
and in all cases. The reason why is that the situations are always
going to vary with different people involved combined with the different
possible approaches to resolution. Due to this, there really is
no one tool, technique, or method that will work universally. The
elemental approach is one that will foster resolution, address the
issues symbiotically, and combine honesty with empathy, reason with
intuition, and emotion with logic, as well as a willingness to align
goals with the intent to have them work synergistically. This is
also a learning process, and those open to flexibility and willingness
to collaborate will gain trust, increase goodwill, build relationships,
and solve problems effectively.

Tools and Rules

Conflict resolution steps:

Take an inventory of yourself. What are your
strengths and weaknesses? What are your personal
needs and objective?

Find or accept that there is a conflict and
decide to resolve it.

Have a good understanding to the situation (both
sides) and the events that led up to it. Identify
the "real" issues underlying the conflict.

Mentally go through the resolution process and
visualize the presentation of the information and
possible actions and reactions. Go prepared.

Select a neutral place.

Ensure that people who have the authority to
make decisions that will lead to resolution are
present.

Actively and empathically listen to all points
of view and then clarify by restating the other
position.

Present your position and justification in neutral
language.

Explore and generate alternative ways to reach
resolution.

Start with the items that are the easiest to
resolve to establish an atmosphere of understanding
and cooperation.

Be flexible.

Persevere in difficult situations, be creative,
accentuate the positive, take breaks, involve others
if needed, work toward an understanding that is
satisfactory, and record the resulting agreement.

Lipsky, David B. Emerging Systems
for Managing Workplace Conflict: Lessons from American Corporations
for Managers and Dispute Resolution Professionals. John Wiley
and Sons, 2003.

Opinions expressed in Expert Commentary articles are those of the author and are not necessarily held by the author's employer or IRMI. Expert Commentary articles and other IRMI Online content do not purport to provide legal, accounting, or other professional advice or opinion. If such advice is needed, consult with your attorney, accountant, or other qualified adviser.

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